Leadership

1
Leadership

• Sugandha, Mike, Catherine

2
Leadership

• A process whereby an individual influences
• a group of individuals to achieve a common
• goal
• Leaders are..
• Those who manage to elevate vision
• beyond self interest to that of the group and can
• make the difference between success and failure

3
Why is leadership relevant?

• As a GP you will be caring for patients as part
  of an independent business that contracts to
  provide medical services to its patients.
• You work within systems and organisations.
• You have a responsibility to contribute to the
  effective running of the organisation in which
  they work and to its future direction

4
Leading Change

• For me clinical leadership is absolutely vital
• for ensuring that our health service is fit for
• the future The people who are best
• equipped to judge how the health service
• develops are those who are delivering the
• services
• - Sir Bruce Keogh NHS medical director

5
Leading change

• You should strive to deliver a continuously
  improving healthcare service for your patients
• When you identify areas that need improvement
  then it is your duty to facilitate this
• This shall require leadership!

6
How to lead

• Improving services
• Ethical leadership
• Effective leadership
• Different leadership styles
• Team roles and personality

7
Improving services

• Seeing change as a positive
• Ensuring patient safety
• Critically evaluating
• Questioning the status quo
• Acting as a positive role model for innovation
• Encouraging dialogue and debate with a wide range
  of people
• Developing creative solutions to transform
  services and care
• Facilitating transformation

8
Ethical leadership (Heifetz)

• Being instrumental to achieving the groups goals
  - leader as servant
• Challenging that the right thing is being done,
  the conscience of the group
• Creating a safe environment to confront and deal
  with conflict
• Using authority and persuasion to get people to
  attend to issues
• Acting as a reality test and challenger to manage
  and frame issues
• Balancing and integrating differing views and
  ideas
• Facilitating robust and ethical decision-making
• Enabling group members to deal with change at a
  unique personal level
• Taking on a social responsibility to address
  social injustices and inequities

9
Effective leadership

• Having an understanding of social and emotional
  dynamics, including insight into oneself
• Altering the style and approach to suit the needs
  of the situation
• Facilitating and coordinating contributions

10
Different leadership styles

• Autocratic Leaders
• create a dependency on themselves and often make
  decisions without reference to anyone else
• task-oriented and performance-driven.
• Evaluation
• Sometimes, thats exactly whats needed to get
  results, especially in a crisis or to quickly
  solve a problem
• Can be hugely de-motivating and leaves no room
  for staff to develop or to function when the
  autocratic leader is not present

11
Different leadership styles

• Democratic/parcipative leaders
• Listen to different perspectives and use them to
  inform the decision making process
• Evaluation
• Builds great ownership, a great team environment
  and creates motivation
• Effective at building consensus, healing rifts
  and strengthening commitment
• Decision making can take longer

12
Different leadership styles

• Visionary/coaching Leaders
• focus on a connection between group members and
  the organisation's goals, creating shared
  aspirations.
• Evaluation
• Motivational, gives people autonomy and a sense
  of direction, and it relies heavily on good
  interpersonal relationships.
• It is possible that the steps between vision and
  implementation can sometimes be less thought
  through or there is a delay in achieving them,
  which leads to frustration and scepticism

13
Different leadership styles

• Paternalistic leaders
• Appear as a parent figure. Although they may
  consult, ultimately they make the decisions.
• They can provide support to staff but still hold
  the reins. In healthcare, we are often drawn into
  being paternalistic towards patients because of
  their vulnerability.
• Evaluation
• Takes away responsibility from the group members,
  and lessens commitment and the drive for
  achievement
• Less aggressive form of the authoritarian style

14
Different leadership styles

• Laissez-faire
• The nominated leader takes a hands off approach
  with no intervention. There is minimal contact
  with group members or concern for their
  development.
• Evaluation
• Can create an environment for free reign of
  creativity.
• Difficult situation for group members as the lack
  of presence gives them nothing to connect with

15
Team roles and personality - Belbin
16
Team roles and personality

• The co-ordinator
• The co-ordinator organises and co-ordinates the
  team. They are mature and confident. However,
  they can possibly be seen as manipulative
• The team worker
• The team worker holds the team together by being
  supportive they are good listeners and are
  likeable. The team worker may potentially be
  indecisive in a crisis.

17
Team roles and personality

• The Plant
• Proposes original ideas and proposals they are
  creative and imaginative. The plant may be
  sensitive to criticism and may not have an eye
  for detail.
• The Monitor-evaluator
• Makes accurate judgements by carefully evaluating
  information they are analytical and dependable.
  They may appear distant and not inspire others.

18
Team roles and personality

• The Implementer
• Turns ideas into actions they are reliable and
  efficient. May appear unexciting and slow to
  respond to new ideas.
• The Completer-finisher
• Checks details and ensures that shedules are met
  they are methodical and conscientious. May worry
  and be reluctant to delegate.

19
Team roles and personalities

• The Shaper
• Challenges the team to action they are
  dominating and have drive. May be seen as
  provocative and impatient. May lose enthusiasm.
• Resource Investigator
• Brings contacts and opportunities to the team
  they are extrovert and enthusiastic. May not
  follow through and complete tasks.

20
Team roles and responsibilities

• The Specialist
• Brings specialist knowledge and skill to the
  team they are dedicated and self-starting. May
  appear to be a loner and may only contribute from
  within their frame of expertise.

21
Medical Leadership Competency Framework
22
Demonstrating personal qualities
23
Working with others
24
Managing services
25
Improving services
26
Setting Direction
27
Setting Direction

• I think inconceivable things will happen in
• healthcare over the next 30 years.. Public
• expectation is that people want to be treated
• closer to home.. We have to start thinking of
• delivering care in a completely different way..
• The size of our hospitals are a barometer of
• our failure to deliver decent public health
• and community services
• - Sir Bruce Keogh NHS medical director